Project Development: Planning & Implementation

What is a Project? “An enterprise undertaken to achieve planned results within a time frame and at some cost of resource”

Project management The business of creating appropriate behaviors within the organization to fulfill the objectives of the enterprise in the face of all the risks and problems encountered on the way.

Project Planning A set of behaviors encouraged through the use of basic tools in order to provide quality schedule and budget performance baselines necessary for project control Without planning the project is out of control Planning is determining what needs to be done, by whom, when and at the expense of what resource. without planning there is no control, planning provides the basis for control

CHARACTERISTICS OF A PROJECT Includes a start and an end time Creates something new or fixes/improves something that already exists Proposes and support change-temporary Performed by people and teams Constrained by resources Planned,executed and controlled.

Project vs Program A program can include a number of projects; eg. A construction program might include projects to develop new housing and other projects to renovate existing homes.

What a project is not Day to day work Routine activities Repetitive tasks Ongoing work

Elements to consider when implementing Projects Resource (budget)- Time estimate- Quality results-

Important resources for your project Money Time Manpower Materials Equipment Facilities technology

Project environment Resource (budget) Schedule (time) Quality (planned results)

Key Project actions Initiate Plan Execute Control Close

Planning vs Scheduling PLANNING- WHAT,WHERE,WHY,WHO, and HOW Scheduling- “WHEN”

PROJECT IMPLEMENTATION: KEYS TO SUCCESSFUL PROJECTS Clear Objectives Clear Plans with milestones A good team Risk management Quality control Progress monitoring

Key principles for project success Time, budget and quality Planning is everything-and on going Project managers/organizers must feel and transmit to their team members a sense of urgency Projects require clear approvals and sign off by sponsors Organizers responsibility must be matched by equivalent authority Sponsors and stakeholders must be active participants, not passive customers Projects typically must be sold and resold

Guaranteed ways to mess up any project Encourage sponsors and stakeholders to take a passive role on project team Interrupt team members Create a culture in which project managers are expected to “roll over” when new deliverables are added Half way through project,previously unnamed stakeholders are asked for their opinions Not forcing sponsoring to stand behind their approvals with a formal sign off Make sure managers have lots of responsibilities And deadlines but no authority

Reasons why Projects fail Poorly defined objectives Lack of necessary resources Ineffective and insufficient project planning Lack of focus and support Little or no risk analysis Poor time management Poor monitoring and evaluation Inflexible change plan- no alternatives